Protocols for the appointment of Association of Chief Police Officer (ACPO) ranks and senior police staff

Report: 10
Date: 19 May 2005
By: the Chief Executive and Clerk

Summary

This report makes recommendations in respect of the protocols for the appointment of police officers of ACPO rank and senior police staff (SPS) (e.g. Band 4 and above) of whom there are 40-45 officers in each category. It is intended to sets out for ratification the process for identifying vacancies, the relationship between the Metropolitan Police Service (MPS) and Metropolitan Police Authority (MPA) in such appointments and the respective roles of the MPS and MPA in the related decision-making processes. In summary, the recommended approach is one of collaboration and transparency.

A. Recommendation

That the Human Resources Committee agrees the principles for the appointment, progression and departure of ACPO ranks and SPS set out in this report.

B. Supporting information

ACPO ranks

Appointment and terms and conditions

1. All ACPO appointments are made, in accordance with the provisions of the Police Act 1996, by the MPA in consultation with the Commissioner and subject to the approval of the Secretary of State. Different arrangements apply to the appointment of the Commissioner and Deputy Commissioner. The MPA is responsible for arranging the advertising/selection process for ACPO ranks, including liaison with the Senior Appointments Panel (SAP). SAP co-ordinates a national interview date timetable for the exercise to appoint commanders and Assistant Chief Constables following the completion of the Strategic Command Course, previously in the autumn but from the next exercise early in the new year.

2. The Commissioner and the MPA through the Sounding Board consider the identification of ACPO vacancies and postings jointly. The current composition of the Sounding Board is; the Commissioner, the Director of Human Resources, MPS, the Chief Executive & Clerk, the Chair and two Deputy Chairs of the MPA, the Chair of the Human Resources Committee and the Chair of the Equal Opportunities and Diversity Board. Their role is to look at succession planning across the MPS, identifying gaps/trends and to look ahead and fill posts through an appropriate appointment process. The Sounding Board also performs a similar function for borough Commanders, although the appropriate link member(s) are also consulted in that process.

3. The MPA’s Senior Human Resources Manager is responsible for contracts detailing the appropriate terms and conditions, including salary and allowances, details of incremental progression and bonus arrangements, Performance Development Reviews (PDRs) etc.

Postings

4. After successfully appointing ACPO officers, the Sounding Board meeting should be set up within two days of the final interview to discuss postings and the possible career development transfers of other officers within the MPS. The task of making the arrangements for setting up Sounding Board meetings rests with the Commissioner’s staff officer. The Commissioner or Deputy Commissioner will meet successful candidates and others being considered for a career development transfer to discuss the forthcoming posting. It is also an opportunity to hold discussions with officers who have applied for posts outside the MPS and the impact this will have on their business areas if successful. The final decision will rest with the Sounding Board.

5. Internal ‘housekeeping’ issues and, where appropriate, re-attestation is dealt with by the MPS through the leaver and joiners section.

Temporary promotions and secondments

6. All cases of temporary promotion to the rank of commander and above must be agreed by the MPA and will be normally be subject to a selection process, which will include an interview. The temporary promotion will not take effect until approved in writing. The MPA will manage the process including seeking ministerial approval through SAP after receiving an appropriate business case from the MPS.

7. Secondment proposals in respect of ACPO officers, either in or out of the MPS, will need to be the subject of a business case to the MPA and should be considered through the Sounding Board process, or, if there is some urgency, will be considered by the Chief Executive and Chair or Chair of the HRC. If a secondment takes place out of the MPS, a Statement of Intent will be drawn up by the MPS but the fixed term appointment/contract will be managed by the MPA.

8. Contracts for ACPO ranks will continue to be reviewed by the Senior Human Resources Manager in the MPA and any forthcoming expiry either by completion of a fixed term contract or retirement will be brought to the attention of the Chief Executive.

New roles

9. If a new ACPO role is under consideration, the MPS HR Directorate will co-ordinate the production of a detailed business case and role/person specification. This will be based around the competencies outlined in the National Competency Framework and will then be the subject of consideration by the Sounding Board as outlined above.

Retirement or transfer

10. For ACPO rank police officers wishing to retire, three months’ notice will need to be given to the Chief Executive and this should be taken into consideration when submitting papers to the appropriate Assistant Commissioner or more senior rank. For ACPO rank police officers wishing to transfer there will be similar considerations about notifying the Chief Executive, particularly if a reference is required.

Senior Police Staff at Band 4 and above

Appointments

11. Currently, staff at this level are recruited in a number of ways. This is a reflection of the fact that recruitment is usually for a specific role rather than to a rank or level. Generally, business groups initiate recruitment for these roles as necessary and either support the process internally, possibly using a selection agency, or use the MPS Senior Staff Selection Team.

12. The current procedure is that the MPA is advised in writing of any forthcoming vacancy at SPS Band 4 or above. The MPA should be involved in all senior police staff selection processes. For SPS in the ‘premier’ and group 1 pay groups, i.e. Director of Resources, Director of Human Resources, Director of Information, Director of Legal Services and Director of Public Affairs this will normally be the Chair of the MPA or the Chair of the Human Resources Committee, together with the lead member for the function. Where a new post is being considered at pay group 2 and above, or for those roles at pay group 2 and above, e.g. those previously listed together with Director of Property, Director of Commercial Services, Director of Financial Services, Director C3i Programme and Director of Forensic Services level, a business case should be agreed by the MPA at a Remuneration Sub-Committee.

Temporary promotions and secondments

13. Any case for temporary promotion or secondment within SPS bands up to and above Band 3 should be agreed with the MPA in writing with the Chief Executive. Such cases should set out the full rationale, proposed duration and review period/mechanism for the temporary promotion or secondment. Those at Band 4 should be managed by the MPS. However, details of any temporary promotions and secondments approved should be reported at the next appropriate Remuneration Sub Committee meeting. The administrative processes to support such temporary promotions will be carried out by the MPS.

14. Contracts for SPS will continue to be reviewed by the Director of HR when retirement is approaching, and brought to the attention of the appropriate Management Board member concerned. Contracts for senior police staff within the ‘premier’ group’ will be dealt with by the MPA.

15. Minor changes to an SPS role that does not result in temporary promotion, for example a minor realignment of responsibilities, would not need to be notified to the MPA. However, significant changes for individuals or groups of staff within a business group should be discussed with the Chief Executive and the Chair of the Human Resources Committee to assess their strategic impact. This includes secondments to other organisations.

Redundancy, retirement or transfer outside the MPS

16. In any case where redundancy is being contemplated, a detailed case will be brought to the Remuneration Sub Committee sufficiently in advance of the proposed departure date and before a formal offer is made to the individual concerned. Similarly, for SPS wishing to retire, three months’ notice will normally need to be given to the business group head and notified to the Chief Executive and Clerk. This should be taken into consideration when submitting retirement papers. For SPS wishing to transfer there will be similar considerations about notifying the business group head and the Chief Executive, particularly if a reference is required.

C. Race and equality impact

There are significant equality and diversity implications within the recruitment, deployment, remuneration and departure processes described in this paper. They are however, addressed by approved MPA/MPS policies tested for equality and diversity e.g. those in respect of selection and appointment etc. that apply to appointments of both ACPO ranks and SPS. Clarifying the processes as this paper seeks to do, particularly in respect of arrangements to ensure equality of opportunity and transparency about selection for temporary promotion, will increase the fairness of the system.

D. Financial implications

There are no significant financial implications arising from the recommendations in this report, as the processes described will be managed from existing resources within both the MPS and MPA.

E. Background papers

None

F. Contact details

Report author: Paul Madge, A/Director of HR People Development (MPS) and Alan Johnson (Head of Human Resources, MPA) 

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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